OQM, PaRTs, Sterling Overview

1. Florida Department of Children and Families Office of Quality Management Child Welfare TQM Workshop OQM, PaRTs, Sterling Overview Performance Management Staff Mary Gallagher Merlin Roulhac Ronnie Evans Marcia Dukes Verita Glanton Bob Howard Angie Stackhouse Coleman Zuber

2. DCF Mission Protect the Vulnerable, Promote Strong and Economically Self-sufficient Families, and Advance Personal and Family Recovery

3. OQM Mission Through an enterprise quality management system that is customer focused, data driven and results oriented the Office of Quality Management will provide vital information and technical assistance to assist contracted service providers and department staff to achieve the DCF Mission and to exceed federal and strategic performance outcomes.

4. OQM Mission Through an enterprisequality management system that is customer focused, data driven and results oriented the Office of Quality Management will provide vital information and technical assistance to assist contracted service providers and department staff to achieve the DCF Mission and to exceed federal and strategic performance outcomes.

5. “When I returned to DCF, I laid out a plan for the future. This plan requires changing the culture and soul of the agency in order for us to meet organizational challenges with a focus on exceeding all of our customer and stakeholder needs. A business model, using principles based on Sterling Criteria values and expectations will enable us to achieve and sustain fundamental change leading to positive outcomes for the people we serve.” Lucy Hadi, Secretary

6. Customer-driven excellence Organizational and personal learning Valuing employees and partners Focus on the future Management by fact Social responsibility Focus on results and creating value Systems perspective Sterling Core Values

7. Progress . . . To Date Office of Provider Relations Program Support Office of Quality Management • Capacity to communicate and work effectively with CBCs • Provides support for program offices to meet challenges of changing roles and responsibilities • Provides structure for integrated approach for quality assurance, contract monitoring and performance improvement activities

8. DCF Strategic Plan Progress to Date…

9. Customer Populations Served Children or Adults who have been abused, neglected, exploited or at risk of abuse, neglect or exploitation, and their families. Families and Individuals in distressed /fragile health or circumstances. Individuals and Families at risk of or challenged by substance abuse and/ or mental illness. The Florida Tax Payer as a significant stakeholder that requires evidence of efficiency and effectiveness.

10. Why is this Plan Unique? • Organized by Population • Developed using customer and stakeholder input • Measurable Success Indicators • Statewide focus on performance improvement through PaRTs • Concept of “spin off” deployment plans • Aligns District, Program Office and Support Area Initiatives

11. Family Safety SAMH Progress . . . To Date: PaRTs Teams DCF Population Outcomes ACCESS Florida Executive Direction and Support Services 2 3 4 5 6 9 10 12 13 Teamwork – Central Office, Zones, Districts, Community Partners

12. District/Region Operations Zone Program Office Resource Management Zone Operations Management Central Office Program Office Budget Office Quality Management Information Systems Family Safety CPI / HotlineChild Care Regulations Domestic Violence Adult Services / API Substance Abuse andMental Health ALL OTHER PaRT TEAM MEMBERSHIP ACCESS FloridaESS Refugee Services Homelessness Executive Direction & Support ServicesInformation ServicesOffice of the SecretaryDistrict AdministrationAdministrative Services Executive Sponsors

13. CBC CBC CEOs District / ZONE CBC Contract Managers Zone Budget Zone Quality Management HOMESAFENET Information Technology Program Office CENTRAL OFFICE Child Welfare Program Provider Relations Budget Office Contract Office Family Safety PaRT Team Membership CHILD WELFARE

14. Systematic approach to monitor, analyze and report performance Process aligned with DCF Strategic Plan and drives Success Indicators Ensures program resources are managed effectively and efficiently Quickly identifies performance and budget gaps Requires the development/ implementation of countermeasures that are based on cause and effect analysis Provides continual SWOT analysis Standardized documentation process with monthly status, progress and issues reported to DCF Leadership Team Purpose

15. PLAN: Design or revise business process components to improve results DO: Implement the plan and measure its performance CHECK: Assess the measurements and report the results to decision makers ACT: Decide on changes needed to improve the process The Deming Cycle Adoption of a Problem Solving Methodology Progress . . . To Date

16. Progress . . . To Date • DCF Performance Dashboard • Centralized point for DCF Performance Measures • Displays CBC / Contract Performance Data • Serves DCF staff, Community Providers, Legislative Staff, Public • Organized by Strategic Success Indicators • Tool for PaRTs Teams

17. Focus – Laser focus on strategically linked high priority objectives drilling down and across Alignment – Align objectives, measures and actions throughout DCF (i.e., cause and effect) to include CWLS Improvement – Drive actions that improve underperformance in strategically aligned focus areas Reviews – Drive business results through systematic and analytic management reviews at all levels Performance Management

18. Secretary Hadi’s PaRTs Message